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| Criterion |  Operations Waste Analysis |  Delivery Communication Plan |  Operations A3 Problem Solving |  Delivery Value Stream Mapping |
|---|---|---|---|---|
Purposedifferent | For a process that keeps people busy but creates little value, the method exposes waste. It directs attention to unnecessary movement, waiting times, rework, and overdelivery. | When many people need to be informed in parallel and messages would otherwise arrive unevenly or too late, a Communication Plan orders communication reliably. Channels, audiences, and cadences interlock so important information doesn't get lost. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | When delivery work dissolves into wait times, handoffs, and hidden effort, Value Stream Mapping makes the actual flow visible. The method exposes bottlenecks, idle time, and feedback loops so lead time and improvement levers become tangible. |
Complexitydifferent | Low | Low | Medium | Medium |
Timedifferent | 45-120 min | 45-90 min | 45-90 min | 1-3 h |
Participantsdifferent | 2-8 | 2-6 | 2-5 | 4-10 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | Communication Plan, Channel Matrix, Message Cadence | A3 Report, Action Plan, Root Cause Analysis | Current-state map, Future-state map, Bottleneck list |
Tagsno overlap | WasteLeanProcess improvement | CommunicationStakeholdersDeliveryPlanning | LeanProblem solvingCoachingOperations | LeanFlowWasteDelivery |